德斯勒《人力資源管理》課件

TheStrategicRoleof

HumanResourceManagementAfterstudyingthischapter,

youshouldbeableto:Explainwhathumanresourcemanagement(HR)isandhowitrelatestothemanagementprocess.GiveatleasteightexamplesofhowmanagerscanuseHRconceptsandtechniques.IllustratetheHRmanagementresponsibilitiesoflineandstaff(HR)managers.ProvideagoodexamplethatillustratesHR’sroleinformulatingandexecutingcompanystrategy.Writeashortessaythataddressesthetopic:whymetricsandmeasurementarecrucialtotoday’sHRmanagers.Outlinetheplanofthisbook.?2005PrenticeHallInc.Allrightsreserved.1–2TheManager’sHumanResource

ManagementJobsManagementprocessThefivebasicfunctionsofplanning,organizing,staffing,leading,andcontrolling.Humanresourcemanagement(HRM)Thepoliciesandpracticesinvolvedincarryingoutthe“people”orhumanresourceaspectsofamanagementposition,includingrecruiting,screening,training,rewarding,andappraising.3?2005PrenticeHallInc.Allrightsreserved.PersonnelAspectsOfAManager’sJobConductingjobanalyses(determiningthenatureofeachemployee’sjob)PlanninglaborneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployeesManagingwagesandsalaries(compensatingemployees)ProvidingincentivesandbenefitsAppraisingperformanceCommunicating(interviewing,counseling,disciplining)TraininganddevelopingmanagersBuildingemployeecommitment4?2005PrenticeHallInc.Allrightsreserved.PersonnelMistakesHirethewrongpersonforthejobExperiencehighturnoverHaveyourpeoplenotdoingtheirbestWastetimewithuselessinterviewsHaveyourcompanyincourtbecauseofdiscriminatoryactionsHaveyourcompanycitedbyOSHAforunsafepracticesHavesomeemployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationAllowalackoftrainingtoundermineyourdepartment’seffectivenessCommitanyunfairlaborpractices5?2005PrenticeHallInc.Allrightsreserved.BasicHRConceptsGettingresultsThebottomlineofmanagingHRcreatesvaluebyengaging

inactivitiesthatproduce

theemployeebehaviors

thecompanyneedsto

achieveitsstrategic

goals.6?2005PrenticeHallInc.Allrightsreserved.LineandStaffAspectsofHRMLinemanagerAmanagerwhoisauthorizedtodirecttheworkofsubordinatesandisresponsibleforaccomplishingtheorganization’stasks.StaffmanagerAmanagerwhoassistsandadviseslinemanagers.7?2005PrenticeHallInc.Allrightsreserved.LineManagers’HRMResponsibilitiesPlacingtherightpersonontherightjobStartingnewemployeesintheorganization(orientation)TrainingemployeesforjobsnewtothemImprovingthejobperformanceofeachpersonGainingcreativecooperationanddevelopingsmoothworkingrelationshipsInterpretingthefirm’spoliciesandproceduresControllinglaborcostsDevelopingtheabilitiesofeachpersonCreatingandmaintainingdepartmentmoraleProtectingemployees’healthandphysicalcondition8?2005PrenticeHallInc.Allrightsreserved.FunctionsoftheHRManagerAlinefunctionTheHRmanagerdirectstheactivitiesofthepeopleinhisorherowndepartmentandinrelatedserviceareas(liketheplantcafeteria).AcoordinativefunctionHRmanagersalsocoordinatepersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.Staff(assistandadvise)functionsAssistingandadvisinglinemanagersistheheartoftheHRmanager’sjob.9?2005PrenticeHallInc.Allrightsreserved.HRandAuthorityAuthorityTherighttomakedecisions,directothers’work,andgiveorders.ImpliedauthorityTheauthorityexertedbyanHRmanagerbyvirtueofothers’knowledgethatheorshehasaccesstotopmanagement.LineauthorityTheauthorityexertedbyanHRmanagerbydirectingtheactivitiesofthepeopleinhisorherowndepartmentandinserviceareas.10?2005PrenticeHallInc.Allrightsreserved.EmployeeAdvocacyHRmusttakeresponsibilityfor:Clearlydefininghowmanagementshouldbetreatingemployees.Makingsureemployeeshavethemechanismsrequiredtocontestunfairpractices.Representtheinterestsofemployeeswithintheframeworkofitsprimaryobligationtoseniormanagement.11?2005PrenticeHallInc.Allrightsreserved.ExamplesofHRJobDutiesRecruitersSearchforqualifiedjobapplicants.Equalemploymentopportunity(EEO)coordinatorsInvestigateandresolveEEOgrievances,examineorganizationalpracticesforpotentialviolations,andcompileandsubmitEEOreports.JobanalystsCollectandexamineinformationaboutjobstopreparejobdescriptions.12?2005PrenticeHallInc.Allrightsreserved.ExamplesofHRJobDuties(cont’d)CompensationmanagersDevelopcompensationplansandhandletheemployeebenefitsprogram.TrainingspecialistsPlan,organize,anddirecttrainingactivities.LaborrelationsspecialistsAdvisemanagementonallaspectsofunion–managementrelations.13?2005PrenticeHallInc.Allrightsreserved.HRDepartmentOrganizationalChart(LargeCompany)Figure1–1

Source:AdaptedfromBNABulletintoManagement,June29,2000.14?2005PrenticeHallInc.Allrightsreserved.CooperativeLineandStaffHRManagementThelinemanager’sresponsibilityistospecifythequalificationsemployeesneedtofillspecificpositions.HRstaffthendevelopssourcesofqualifiedapplicantsandconductinitialscreeninginterviewsHRadministerstheappropriatetestsandrefersthebestapplicantstothesupervisor(linemanager),whointerviewsandselectstheonesheorshewants.15?2005PrenticeHallInc.Allrightsreserved.HROrganizationalChart(SmallCompany)Figure1–2

16?2005PrenticeHallInc.Allrightsreserved.EmploymentandRecruiting—WhoHandlesIt?(percentageofallemployers)Figure1–3

Source:HRDepartmentBenchmarksandAnalysis,”BNA/SocietyforHumanResourceManagement,2002.Note:lengthofbarsrepresentsprevalenceofactivityamongallsurveyedemployers.17?2005PrenticeHallInc.Allrightsreserved.TheChangingEnvironmentOf

HRManagementHR’schangingrole:

“Personneldepartments”Tookoverhiringandfiringfromsupervisors,payroll,andbenefitplansadministration.Inthe1930sadded“protectingthefirminitsinteractionwithunions”responsibilities(laborrelations).Assumedorganizationalresponsibilitiesforequalemploymentandaffirmativeaction.18?2005PrenticeHallInc.Allrightsreserved.AChangingHREnvironmentGlobalizationTechnologicalAdvancesExportingJobsTheNatureofWorkWorkforceDemographics19?2005PrenticeHallInc.Allrightsreserved.EmploymentExodus:

ProjectedLossofJobsandWagesFigure1–4Source:MichaelShroeder,“StatesFightExodusofJobs,”WallStreetJournal,June3,2003,p.84.20?2005PrenticeHallInc.Allrightsreserved.MeasuringHR’sContributionStrategyThecompany’slong-termplanforhowitwillbalanceitsinternalstrengthsandweaknesseswithitsexternalopportunitiesandthreatstomaintainacompetitiveadvantage.HRmanagerstodayaremoreinvolvedinpartneringwiththeirtopmanagersinbothdesigningandimplementingtheircompanies’strategies.Topmanagementwantstosee,precisely,howtheHRmanager’splanswillmakethecompanymorevaluable.21?2005PrenticeHallInc.Allrightsreserved.HRMetricsAbsenceRate[(Numberofdaysabsentinmonth)÷(Averagenumberofemployeesduringmo.)×(numberofworkdays)]×100CostperHire(Advertising+AgencyFees+EmployeeReferrals+Travelcostofapplicantsandstaff+Relocationcosts+Recruiterpayandbenefits)÷NumberofHiresHealthCareCostsperEmployeeTotalcostofhealthcare÷TotalEmployeesHRExpenseFactorHRexpense÷TotaloperatingexpenseFigure1–5Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.29–35;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.13–20;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93–105;[HRPlanning,CommerceClearingHouseIncorporated,July17,1996;]SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;.22?2005PrenticeHallInc.Allrightsreserved.HRMetrics(cont’d)HumanCapitalROIRevenue?(OperatingExpense?[Compensationcost+Benefitcost])÷(Compensationcost+Benefitcost)HumanCapitalValueAddedRevenue?(OperatingExpense?([Compensationcost+BenefitCost])÷TotalNumberofFTERevenueFactorRevenue÷TotalNumberofFTETimetofillTotaldayselapsedtofillrequisitions÷NumberhiredFigure1–5(cont’d)Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.29–35;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.13–20;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93–105;[HRPlanning,CommerceClearingHouseIncorporated,July17,1996;]SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;.23?2005PrenticeHallInc.Allrightsreserved.HRMetrics(cont’d)TrainingInvestmentFactorTotaltrainingcost÷HeadcountTurnoverCostsCosttoterminate+Costperhire+VacancyCost+LearningcurvelossTurnoverRate[Numberofseparationsduringmonth÷Averagenumberofemployeesduringmonth]×100Workers’CompensationCostperEmployeeTotalWCcostforYear÷AveragenumberofemployeesFigure1–5(cont’d)Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.29–35;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.13–20;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93–105;[HRPlanning,CommerceClearingHouseIncorporated,July17,1996;]SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;.24?2005PrenticeHallInc.Allrightsreserved.MeasuringHR’sContributionTheHRScorecardShowsthequantitativestandards,or“metrics”thefirmusestomeasureHRactivities.Measurestheemployeebehaviorsresultingfromtheseactivities.Measuresthestrategicallyrelevantorganizationaloutcomesofthoseemployeebehaviors.25?2005PrenticeHallInc.Allrightsreserved.BenefitsofaHighPerformanceWorkSystem(HPWS)GeneratemorejobapplicantsScreencandidatesmoreeffectivelyProvidemoreandbettertrainingLinkpaymoreexplicitlytoperformanceProvideasaferworkenvironmentProducemorequalifiedapplicantsperpositionMoreemployeesarehiredbasedonvalidatedselectiontestsProvidemorehoursoftrainingfornewemployeesHigherpercentagesofemployeesreceivingregularperformanceappraisals.26?2005PrenticeHallInc.Allrightsreserved.TheNewHRManagerNewProficienciesHRproficienciesBusinessproficienciesLeadershipproficienciesLearningproficiencies27?2005PrenticeHallInc.Allrightsreserved.TheNewHRManager(cont’d)TheNeedto“KnowYourEmploymentLaw”EqualemploymentlawsOccupationalsafetyandhealthlawsLaborlaws28?2005PrenticeHallInc.Allrightsreserved.EffectsCFOsBelieveHumanCapital

HasonBusinessOutcomesFigure1–6

Source:StevenH.Bates,“BusinessPartners,”HRMagazine,September2003,p.4929?2005PrenticeHallInc.Allrightsreserved.TheNewHRManagerEthicsandHREthicallapses(e.g.,Enron,MarthaStewart)Sarbanes-OxleyActin2003Intendedtocurberroneouscorporatefinancialreporting:RequiresCEOsandCFOstocertifytheircompanies’periodicfinancialreports.Prohibitspersonalloanstoexecutiveofficersanddirectors.RequiresCEOsandCFOstoreimbursetheirfirmsforbonusesandstockoptionprofitsifcorporatefinancialstatementssubsequentlyrequirerestating.30?2005PrenticeHallInc.Allrightsreserved.HRProfessionalCertificationHRisbecomingmoreprofessionalized.SocietyforHumanResourceManagement(SHRM)SHRM’sHumanResourceCertificationInstitute(HRCI)SPHR(seniorprofessionalinHR)PHR(professionalinHR)

certificate31?2005PrenticeHallInc.Allrightsreserved.HRandTechnologyBenefitsoftechnologicalapplicationsforHRIntranet-basedemployeeportalsthroughwhichemployeescanself-serviceHRtransactions.TheavailabilityofcentralizedcallcentersstaffedwithHRspecialists.IncreasedefficiencyofHRoperations.ThedevelopmentofdatawarehousesofHR-relatedinformation.TheabilitytooutsourceHRactivitiestospecialistserviceproviders.32?2005PrenticeHallInc.Allrightsreserved.ThePlanofThisBook:BasicThemesHRmanagementistheresponsibilityofeverymanager—notjustthoseintheHRdepartment.HRmanagersmustalwaysstandreadytodefendtheirplansandcontributionsinmeasurableterms.AnHRdepartment’sperformanceismeasuredrelativetoachievingthecompany’sstrategicaims.HRmanagersincreasinglyrelyonITtohelpsupportthecompany’sstrategicaims.VirtuallyeveryHR-relateddecisionmanagersmakehaslegalimplications.GlobalizationanddiversityareimportantHRissuestoday.33?2005PrenticeHallInc.Allrightsreserved.StrategyandtheBasicHRProcessFigure1–8

34?2005PrenticeHallInc.Allrightsreserved.KEYTERMSmanagementprocesshumanresourcemanagement(HRM)authoritylinemanagerstaffmanagerlineauthorityimpliedauthorityfunctionalcontrolemployeeadvocacyglobalizationnontraditionalworkershumancapitalstrategymetricsHRScorecardoutsourcing35?2005PrenticeHallInc.Allrightsreserved.EqualOpportunityandtheLawAfterstudyingthischapter,

youshouldbeableto:Citethemainfeaturesofatleastfiveemploymentdiscriminationlaws.Defineadverseimpactandexplainhowitisprovedandwhatitssignificanceis.Explainandillustratetwodefensesyoucanuseintheeventofdiscriminatorypracticeallegations.Avoidemploymentdiscriminationproblems.Citespecificdiscriminatorypersonnelmanagementpracticesinrecruitment,selection,promotion,transfer,layoffs,andbenefits.Defineanddiscussdiversitymanagement.?2005PrenticeHallInc.Allrightsreserved.2–37EqualEmploymentOpportunity

1964–1991TitleVIIoftheCivilRightsAct(1964)Anemployercannotdiscriminateonthebasisofrace,color,religion,sex,ornationaloriginwithrespecttoemployment.CoverageAllpublicorprivateemployersof15ormorepersons.Allprivateandpubliceducationalinstitutions,thefederalgovernment,andstateandlocalgovernmentsAllpublicandprivateemploymentagenciesAlllaborunionswith15ormoremembers38?2005PrenticeHallInc.Allrightsreserved.TitleVIIofthe1964CivilRightsActTheEqualEmploymentOpportunityCommission(EEOC)ConsistsoffivemembersappointedbythepresidentwiththeadviceandconsentoftheSenate.Eachmemberservesafive-yearterm.TheEEOChasastaffofthousandstoassistitinadministeringtheCivilRightslawinemploymentsettings.EEOCmayfilediscriminationchargesandgotocourtonbehalfofaggrievedindividuals.39?2005PrenticeHallInc.Allrightsreserved.ExecutiveOrdersExecutiveOrders11246and11375Requireaffirmativeaction:stepsthataretakenforthepurposeofeliminatingthepresenteffectsofpastdiscriminationOfficeofFederalContractCompliancePrograms(OFCCP)Responsibleforimplementingtheexecutiveordersrelatedtoaffirmativeactionandensuringthecomplianceoffederalcontractors.40?2005PrenticeHallInc.Allrightsreserved.EmploymentDiscriminationLawsEqualPayActof1963Theactrequiringequalpayforequalwork,regardlessofsex.AgeDiscriminationinEmploymentActof1967(ADEA)Theactprohibitingarbitraryagediscriminationandspecificallyprotectingindividualsover40yearsold.VocationalRehabilitationActof1973Theactrequiringcertainfederalcontractorstotakeaffirmativeactionfordisabledpersons.41?2005PrenticeHallInc.Allrightsreserved.EmploymentDiscriminationLaws(cont’d)VietnamEraVeterans’ReadjustmentActof1974Anactrequiringthatemployeeswithgovernmentcontractstakeaffirmativeactiontohiredisabledveterans.PregnancyDiscriminationAct(PDA)of1978ATitleVIIamendmentthatprohibitssexdiscriminationbasedon“pregnancy,childbirth,orrelatedmedicalconditions.”Ifanemployeroffersitsemployeesdisabilitycoverage,thenitmusttreatpregnancyandchildbirthlikeanyotherdisability,andincludeitintheplanasacoveredcondition.42?2005PrenticeHallInc.Allrightsreserved.FederalAgencyGuidelinesUniformGuidelinesGuidelinesissuedbyfederalagencieschargedwithensuringcompliancewithequalemploymentfederallegislationexplainingrecommendedemployerproceduresindetail.TheEEOC,CivilServiceCommission,DepartmentofLabor,andDepartmentofJusticetogetherhaveuniformguidelinesforemployerstouse.43?2005PrenticeHallInc.Allrightsreserved.TitleVII:SexualHarassmentSexualharassmentHarassmentonthebasisofsexthathasthepurposeoreffectofsubstantiallyinterferingwithaperson’sworkperformanceorcreatinganintimidating,hostile,oroffensiveworkenvironment.Employershaveanaffirmativedutytomaintainworkplacesfreeofsexualharassmentandintimidation.FederalViolenceAgainstWomenActof1994Apersonwhocommitsaviolentcrimemotivatedbygenderisliabletothepartyinjured.44?2005PrenticeHallInc.Allrightsreserved.SexualHarassmentDefinedUnwelcomesexualadvances,requestsforsexualfavors,andotherverbalorphysicalconductofasexualnaturethattakesplaceunderanyofthefollowingconditions:Submissiontosuchconductismadeeitherexplicitlyorimplicitlyatermorconditionofanindividual’semployment.Submissiontoorrejectionofsuchconductbyanindividualisusedasthebasisforemploymentdecisionsaffectingsuchindividual.Suchconducthasthepurposeoreffectofunreasonablyinterferingwithanindividual’sworkperformanceorcreatinganintimidating,hostile,oroffensiveworkenvironment.45?2005PrenticeHallInc.Allrightsreserved.ProvingSexualHarassmentQuidproquoRejectingasupervisor’sadvancesadverselyaffectstheemployee’stangiblebenefits,suchasraisesorpromotions.Hostileenvironmentcreatedbysupervisors.Behaviorsthatsubstantiallyaffectanemployee’semotionalandpsychologicalabilitytothepointthattheyaffecttheemployee’sabilitytocontinuewiththeemployee’sjob.Hostileenvironmentcreatedbyco-workersornon-employees.Advancesbytheemployee’sco-workers(oreventheemployer’scustomers)cancauseharassment.46?2005PrenticeHallInc.Allrightsreserved.SexualHarassment:CourtDecisionsMeritorSavingsBank,FSBv.VinsonBurlingtonIndustriesv.EllerthFaragherv.CityofBocaRatonInaquidproquocaseitisnotnecessaryfortheemployeetohavesufferedatangiblejobactiontowinthecase.Theemployer(initsdefense)mustshowthatittook“reasonablecare”topreventandpromptlycorrectanysexuallyharassingbehaviorandthattheemployeeunreasonablyfailedtotakeadvantageoftheemployer’spolicy.47?2005PrenticeHallInc.Allrightsreserved.WhatEmployersShouldDotoMinimizeLiabilityinSexualHarassmentClaimsTakeallcomplaintsaboutharassmentseriously.Issueastrongpolicystatementcondemningsuchbehavior.Informallemployeesaboutthepolicyandoftheirrights.Developandimplementacomplaintprocedure.Establishamanagementresponsesystemthatincludesanimmediatereactionandinvestigationbyseniormanagement.Beginmanagementtrainingsessionswithsupervisorsandmanagerstoincreasetheirawarenessoftheissues.Figure2–1

Sources:CommerceClearingHouse,SexualHarassmentManualforManagersandSupervisors(Chicago:CommerceClearingHouse,1991),p.8;LouiseFitzgeraldetal.,“AntecedentsandConsequencesofSexualHarassmentinOrganizations:ATestofanIntegratedModel,”JournalofAppliedPsychology82,no.4(1997),pp.577–589;“NewEEOCGuidanceExplainsStandardsofLiabilityforHarassmentbySupervisors,”BNAFairEmploymentPractices(June24,1999),p.75;“AdequateResponseBarsLiability,”BNAFairEmploymentPractices(June26,1997),p.74;ShereenBinghamandLisaScherer,“TheUnexpectedEffectsofaSexualHarassmentEducationalProgram,”JournalofAppliedBehavioralScience37,no.2(June2001),pp.125–153.48?2005PrenticeHallInc.Allrightsreserved.WhatEmployersShouldDotoMinimizeLiabilityinSexualHarassmentClaims(cont’d)Disciplinemanagersandemployeesinvolvedinharassment.Keeprecordsofcomplaints,investigations,andactionstaken.Conductexitinterviewsthatuncoveranycomplaintsandthatacknowledgebysignaturethereasonsforleaving.Re-publishthesexualharassmentpolicyperiodically.Encourageupwardcommunicationthroughperiodicwrittenattitudesurveys,hotlines,suggestionboxes,andotherfeedbackprocedures.Figure2–1

Sources:CommerceClearingHouse,SexualHarassmentManualforManagersandSupervisors(Chicago:CommerceClearingHouse,1991),p.8;LouiseFitzgeraldetal.,“AntecedentsandConsequencesofSexualHarassmentinOrganizations:ATestofanIntegratedModel,”JournalofAppliedPsychology82,no.4(1997),pp.577–589;“NewEEOCGuidanceExplainsStandardsofLiabilityforHarassmentbySupervisors,”BNAFairEmploymentPractices(June24,1999),p.75;“AdequateResponseBarsLiability,”BNAFairEmploymentPractices(June26,1997),p.74;ShereenBinghamandLisaScherer,“TheUnexpectedEffectsofaSexualHarassmentEducationalProgram,”JournalofAppliedBehavioralScience37,no.2(June2001),pp.125–153.49?2005PrenticeHallInc.Allrightsreserved.CaliforniaStateUniversity,Fresno:ComplaintFormforFilingaComplaintofHarassmentorDiscriminationFigure2–2

Source:CaliforniaStateUniversity,Fresno.50?2005PrenticeHallInc.Allrightsreserved.EarlyCourtDecisionsRegardingEqualEmploymentOpportunityGriggsv.DukePowerCompanyDiscriminationbytheemployerneednotbeovert;employer’sintentisirrelevant.Anemploymentpracticemustbejobrelatedandvalidifithasanunequalimpactonmembersofaprotectedclass.Theburdenofproofisontheemployertoshowthattheemploymentpracticeisjobrelated.Businessnecessityistheemployer’sdefenseforanypracticethathasadverseimpact.51?2005PrenticeHallInc.Allrightsreserved.EarlyCourtDecisionsRegardingEqualEmploymentOpportunity(cont’d)AlbemarlePaperCompanyv.MoodyIfanemployerusesatesttoscreencandidates,thenthejob’sspecificdutiesandresponsibilitiesmustbecarefullyanalyzedanddocumented.Theperformancestandardsforemployeesonthejobinquestionshouldbeclearandunambiguous.EEOC(nowfederal)guidelinesonvalidationaretobeusedforvalidatingemploymentpractices.52?2005PrenticeHallInc.Allrightsreserved.EqualEmploymentOpportunity

1991–presentCivilRightsActof1991(CRA)Itplacesburdenofproofbackonemployersoncetheplaintiffhasmadeaprimafaciecaseandpermitscompensatoryandpunitivedamages.DisparateimpactApracticeorpolicythathasagreateradverseimpactonthemembersofaprotectedgroupthanonotheremployees,regardlessofintent.DisparatetreatmentIntentionaldiscriminationonthepartoftheemployer.53?2005PrenticeHallInc.Allrightsreserved.EqualEmploymentOpportunity

1991–presentDesertPalaceInc.vs.Costa.Mixedmotive:anemployercannotavoidliabilitybyprovingitwouldhavetakenthesameactionevenwithoutthediscriminatorymotive.Workersdonothavetoprovideevidenceofexplicitlydiscriminatoryconduct(suchasdiscriminatoryemployerstatements),butcouldprovidecircumstantialevidence(suchasloweredperformanceevaluations).54?2005PrenticeHallInc.Allrightsreserved.AmericanswithDisabilitiesAct(ADA)ADAof1990Requiresemployerstomakereasonableaccommodationsfordisabledemployees;itprohibitsdiscriminationagainstdisabledpersons.DisabilityAphysicalormentalimpairmentthatsubstantiallylimitsoneormoremajorlifeactivities.Excludeshomosexuality,bisexuality,voyeurism,compulsivegambling,pyromania,anddisordersresultingfromthecurrentillegaluseofdrugs.55?2005PrenticeHallInc.Allrightsreserved.ADAandIndividualsQualifiedindividualsUnderADA,thosewhocancarryouttheessentialfunctionsofthejob.ReasonableaccommodationIftheindividualcan’tperformthejobascurrentlystructured,theemployermustmakea“reasonableaccommodation”unlessdoingsowouldpresentan“unduehardship.”56?2005PrenticeHallInc.Allrightsreserved.EmployerObligationsunderADAAnemployermustmakeareasonableaccommodationforaqualifieddisabledindividualunlessdoingsowouldresultinunduehardship.Employersarenotrequiredtolowerexistingperformancestandardsorstopusingtestsforajob.Employersmayaskpre-employmentquestionsaboutessentialjobfunctionsbutcannotmakeinquiriesaboutdisability.Medicalexams(ortesting)forcurrentemployeesmustbejob-related.Employersshouldreviewjobapplicationforms,interviewprocedures,andjobdescriptionsforillegalquestionsandstatements.Employersshouldhaveup-to-datejobdescriptionsthatidentifythecurrentessentialfunctionsofthejob.57?2005PrenticeHallInc.Allrightsreserved.DisabilitiesandADACourtswilltendtodefine“disabilities”quitenarrowly.Employersarenotrequiredtotoleratemisconductorerraticperformanceevenifthebehaviorscanbeattributedtothedisability.Employersdonothavecreateanewjobforthedisabledworkernorreassignthatpersontoalight-dutypositionforanindefiniteperiod,unlesssuchapositionexists.Employersshouldnottreatemployeesasiftheyaredisabledsothattheywillnot“regardedas”disabledandprotectedundertheADA.58?2005PrenticeHallInc.All